How to change your behavior for the better | Dan Ariely

Translator: Joseph Geni Reviewer: Camille Martínez

Translator: Dilora Yusupova Reviewer: Nazarbek Nazarov

Hi.

Barchaga salom.

You might have noticed that I have half a beard.

Yuzimning yarmida soqol yoʻqligini sezgandirsiz-a?

It's not because I lost a bet.

Yoʻq, bu bahsni boy berganimdan emas.

Many years ago, I was badly burned.

Ancha yillar oldin juda jiddiy kuyishni boshdan kechirganman.

Most of my body is covered with scars,

Natija:butun tanam chandiqlar bilan qoplandi

including the right side of my face.

jumladan, yuzimning oʻng tarafi ham.

I just don't have hair. That's just how it happened.

Shu sababli, yuzimning yarmida teri tuklari oʻsmaydi.

It looks symmetrical, but almost.

Bu deyarli simmetrik koʻrinadi shundaymi?

Anyway, now that we discussed facial hair,

Xullas, yuz tuklarini muhokama qilib boʻldig-a?

let's move to social science.

Keling, endi ijtimoiy fanlarga oʻtamiz.

And in particular, I want us to think about where is the potential for humanity

Ayniqsa, insoniyatning imkoniyat chegarasi va u hozirgacha erisha olgan nuqta farqiga

eʼtibor qaratishni istardim.

and where we are now.

And if you think about it, there's a big gap

Ahamiyat bersak, ular oʻrtasidagi tafovvut katta.

between where we think we could be and where we are,

Qanday sohada boʻlmasin, biz erisha oladigan narsalar va

and it's in all kinds of areas.

erishganimiz oʻrtasida juda katta boʻshliq bor.

So let me ask you:

Sizga bir savolim bor:

How many of you in the last month have eaten more than you think you should?

orangizda qanchangiz avvalgi oyda oʻz meʼyoringizdan ortiq ovqatlandingiz?

Just kind of general. OK.

Shunchaki oʻrtacha qilib olganimizda. Yaxshi.

How many of you in the last month have exercised less than you think you should?

Orangizdan qanchangiz oʻtgan oy keragidan kam jismoniy mashq bajardingiz?

OK, and for how many of you has raising your hands twice

Xoʻp. Orangizdan qanchangiz uchun hozirgi qoʻl koʻtarish mashqlari

been the most exercise you got today?

bugun uchun yagona badantarbiya boʻldi?

(Laughter)

(Kulgu)

How many of you have ever texted while driving?

Orangizda mashina haydayotib bir marta boʻlsa ham xabar yozishganlar bormi?

OK, we're getting honest. Let's test your honesty.

Yaxshi, vijdonan javob berishga oʻtdik. Keling, vijdoningizni sinaymiz.

How many people here in the last month

Shu yerdagilarning qanchasi oʻtgan oy davomida

have not always washed your hands when you left the bathroom?

xojatxonadan chiqayotib doim ham qoʻlini yuvmagan?

(Laughter)

(Kulgu)

Ha, vijdon biroz pand berdi.

A little less honest.

By the way, it's interesting how we're willing to admit texting and driving

Aytgancha, biz mashina haydab, telefon ishlatganimizni oson tan oldik.

but not washing our hands, that's difficult.

Lekin qoʻlimizni yuvmaslikka kelganda esa...

(Laughter)

(Kulgu)

We can go on and on.

Bunday misollar juda koʻp

The problem, the topic is that there's lots of things

Muammo shundaki, biz qila olishimizga imonimiz komil boʻlgan

when we know what we could do --

narsalar, vaziyatlar juda koʻp.

we could be very, very different, but we're acting in a very different way.

Biz umuman boshqa odam boʻlishimiz mumkin, biroq harakatlarimiz boshqacha.

And when we think how do we bridge that gap,

Oʻrtadagi tafovvutni qanday yengish mumkin?

the usual answer is, "Just tell people."

Javobi oddiy: "Boshqalarni xabardor qiling"

Masalan, atrofingizdagilarga rulda telefon ishlatish xatarliligi ayting

For example, just tell people that texting and driving is dangerous.

Did you know it's dangerous? You should stop doing it.

"Bu xavfli ekanligini bilmaysanmi? Boshqa bunday qilma"

Odamlarga nimadir xatarli ekanligini aytsangiz, ular buni toʻxtatadi.

You tell people something is dangerous, and they will stop.

Texting and driving is one example.

Rulda telefon ishlatish bir misol.

Another very sad example is that in the US,

Yana bir achinarli misol:

AQSh yiliga

we spend between seven and eight hundred million dollars a year

700-800 million dollarni "moliyaviy savodxonlik" yoʻlida sarflaydi

on what's called "financial literacy."

And what do we get as a consequence of that?

Bundan natija nima?

There was recently a study that looked at all the research ever to be conducted

Yaqinda moliyaviy savodxonlikka oid barcha tadqiqotlar

on financial literacy -- what's called a meta-analysis.

oʻrganib chiqildi. Jarayon "meta-analiz" deyiladi.

And what they found is that when you tell people,

Ularning aniqlashlariga koʻra, insonlarga moliyaviy savodxonlikdan

you teach them financial literacy,

dars oʻtilayotganini aytsangiz,

they learn and they remember.

ular maʼlumotlarni oʻrganib, yaxshi eslab qoladilar

But do people execute? Not so much.

Biroq oʻrganganlarini amalda qoʻllashadimi? Yoʻq, kamdan-kam.

The improvement is about three or four percent

Oʻquv dasturi yakunidagi hisoblashlar

savodxonlik 3-4% ga oshganini koʻrsatdi

immediately after the course,

Biroz oʻtib koʻrsatkich yana pasaydi

and then it goes down.

And at the end of the day,

Qarabsizki,

the improvement is about 0.1 percent --

yakuniy oʻsish – 0,1%.

Ha, 0 emas, lekin shunda ham 0 ga juda-juda yaqin.

not zero, but as humanly close to zero as possible.

(Laughter)

(Kulgu)

Mana shu holat men uchun achinarli.

So that's the sad news.

The sad news is, giving information to people

Gap shundaki, odamlarga shunchaki maʼlumotni yetkazish

doim ham ularning harakatlarini yaxshi tomonga oʻzgartira olmaskan

is just not a good recipe to change behavior.

What is?

Unda nima qilish kerak?

Well, social science has made lots of strides,

Bu borada ijtimoiy fanlar bir necha yechim bera oladi.

and the basic insight is that if we want to change behavior,

Eng birinchi qadam shuki, kishining harakatlarini oʻzgartirish uchun

we have to change the environment.

dastlab uning muhitini oʻzgartirish lozim

The right way is not to change people, it's to change the environment.

Demak, insonni emas, muhitni oʻzgartirish kerak

And I want to present a very simpleminded model of how to think about it:

Keling, sizga buni oddiy soʻzlar bilan tushuntiraman.

it's to think about behavioral change

Buning uchun xulq-atvorni oʻzgartirishni

in the same way that we think about sending a rocket to space.

fazoga raketa joʻnatishga qiyoslaylik.

When we think about sending a rocket to space,

Fazoga raketa uchirish paytida ikki narsani

we want to do two main things.

esda saqlashimiz lozim.

The first one is to reduce friction.

Birinchisi – qarshilikni kamaytirish.

We want to take the rocket and have as little friction as possible

Raketaning aerodinamikasini taʼminlash uchun

so it's the most aerodynamic possible.

uning qarshilik kuchi kichik boʻlishi kerak.

And the second thing is we want to load as much fuel as possible,

Ikkinchi vazifamiz – unga koʻp miqdorda yoqilgʻilarni joylashdir.

to give it the most amount of motivation, energy to do its task.

Shunda u vazifalarni bajarish uchun yetarli quvvatga ega boʻladi.

And behavior change is the same thing.

Xulq-atvorni oʻzgartirish ham shunday.

So let's first talk about friction.

Muhokamani qarshilikdan boshlaylik

In this particular case study I'll tell you about,

Sizga aytib bermoqchi boʻlgan bir tadqiqotimizda

there's a pharmacy, an online pharmacy.

onlayn dorixona bilan ish olib bordik.

Imagine you go to your doctor.

Tasavvur qiling, doktor huzuriga bordingiz

You have a long-term illness,

Muolajangiz uzoq davom etarkan.

your doctor prescribes to you a medication,

Shifokor sizga zarur dorilarni yozib berdi.

you sign up for this online pharmacy

Siz yuqoridagi onlayn dorixona bilan

and you get your medication in the mail every 90 days.

shartnoma tuzdingiz va har 90 kunda pochta orqali dorilarni oldingiz.

Every 90 days, medication, medication, medication.

Har 90 kunda dori, dori, dori.

And this online pharmacy wants to switch people

Onlayn dorixona oʻz mijozlariga

from branded medication to generic medication.

brend dorilardan arzonroqiga oʻtishni taklif qilishmoqchi.

Ular email orqali mijozlarga shunday xat yozishadi:

So they send people letters, and they say,

"Please, please, please, switch to generics.

"Iltimos, arzonroq dorilarga oʻting.

You will save money, we will save money, your employer will save money."

Bunda siz ham, biz ham, sizning boshligʻingiz ham pul tejaydi".

And what do people do?

Xoʻsh, odamlar nima qilarkan?

Nothing.

Hech nima.

So they try all kinds of things and nothing happens.

Dorixonadagilar turli usullarni qoʻllab koʻrishdi.

So for one year, they give people an amazing offer.

Natija boʻlmagach, bir ajoyib taklif eʼlon qilishdi.

They send people a letter, and they say,

Unda yozilishicha:

"If you switch to generics now, it will be free for a whole year."

"Agar arzonroq dorilarga oʻtsangiz, 1 yil davomida ular tekin boʻladi".

Free for a whole year. Amazing!

1 yil tekin. Bu ajoyibku!

What percentage of people do you think switched?

Mijozlarning necha foizi taklifni qabul qildi deb oʻylaysiz?

Less than 10 percent.

10% dan kami.

At this point, they show up to my office.

Shunda dorixona xodimlari oldimga keldi.

And they come to complain.

Ular norozi edilar.

Why did they pick me?

Mening aybim nima deysizmi?

I wrote a couple of papers on the "allure of free."

Men "oʻziga tortuvchi tekin narsa" mavzularida koʻp yozgandim.

In those papers, we showed that if you reduce the price of something

Ularda shunday deyilgandi, agar biror narsaning narxini

for, let's say, 10 cents to one cent, nothing much happens.

10 sentdan 1 sentga tushursangiz, savdoda katta oʻzgarish boʻlmaydi

You reduce it from one cent to zero, now people get excited.

Uni 1 sentdan 0 sentga oʻzgartirsangiz esa odamlar xursand.

(Laughter)

(Kulgu)

And they said, "Look, we read these papers on 'free,' we gave 'free.'

Dorixona xodimlari: "Qara, sening gapingga kirib, tekin qildik.

Not working as we expected.

Nega bu ish bermayapti?

What's going on?"

Gap nimada?" – deyishdi.

I said, "You know, maybe it's a question of friction."

"Balki gap qarshilik kuchidadir",– dedim men.

They said, "What do you mean?"

Ular tushunmadi. Ularga tushuntirdim:

I said, "People are starting with branded.

"Odamlar brend dorilarga yozilishgan.

They can do nothing and end with branded.

Ular hech narsa qilishmasa ham, shu dorilarni olaverishadi

To move to generic, they have to choose generic over branded,

Oddiy dorilarga oʻtish uchun ular bu haqida xabar berishlari lozim.

but they also have to do something.

Buning uchun esa,

ular sizga javob xati yozishlari kerak".

They have to return the letter."

So this is what we call a "confounded design."

Buni "hayratlantiruvchi dizayn" deb nomlaymiz.

Bu yerda ikki xil jarayon bir vaqtda sodir boʻlyapti

Two things are happening at the same time.

It's branded versus generic,

Brend vs oddiy

but it's doing nothing versus doing something.

hamda hech nima qilmaslik vs harakat.

Shunda ularning joyini almashtirishni taklif qildim

So I said, "Why don't we switch it?

Why don't we send people a letter and say, 'We're switching you to generics.

Mijozlarga: "Biz sizlarni arzon dorilarga aʼzo qilmoqchimiz.

Sizdan hech narsa talab qilinmaydi

You don't need to do anything.

If you want to stay with branded, please return the letter.'"

brend dorilar bilan qolmoqchi boʻlsangiz, xabar bering", desakchi?

(Laughter)

(Kulgu)

Right?

Toʻgʻrimi?

What do you think happened?

Nima boʻldi deb oʻylaysiz?

Lawyers, lawyers happened.

Advokatlar, advokatlar murojaat qilishdi

(Laughter)

(Kulgu)

Maʼlum boʻlishicha, bu qonunga zid ekan.

It turns out, this is illegal.

(Laughter)

(Kulgu)

By the way, for brainstorming and creativity,

Aytgancha, ijodkorlik va gʻoyalarni rivojlantirish uchun

doing things that are illegal and immoral, it's fine,

noqonuniy yoki nojoiz ishlar haqida oʻylash yaxshi.

as long as it's just in the brainstorming phase.

Agar u amalga koʻchmay, faqat miyada qolsa.

(Laughter)

(Kulgu)

But this was the purity of the idea,

Biroq masalaning negiziga qarasak,

because the initial design was the branded had the no-action benefit.

chindan ham, brendli dorilarni olish uchun mijoz hech qanday ish qilishi kerak emas.

In my illegal, immoral design, generic had the no-action benefit.

Men taklif qilgan noqonuniy gʻoyada esa, aksi– arzon dorini shundoq ham olaverasiz

But they agreed to give people a T-intersection:

Mening gʻoyam ish bermagach,biz ikki taraf ham birlashgan nuqtani topdik

send people a letter and say,

E-mailda shunday yozdik:

"If you don't return this letter,

Agar xabarga javob yozmasangiz,

we will be forced to stop your medications.

dori yetkazishni toʻxtatishga majbur boʻlamiz.

But when you return the letter, you could choose branded at this price,

Javob xatingizda n narxli brend yoki m narxli oddiy dorini tanlaganingizni

generic at this price."

yozib joʻnatishingizni soʻraymiz.

Now people had to take an action.

Ana endi ular bir nima qilmasa boʻlmaydi

They were on even footing. Right?

Ikki tomonda ham bir xil shart shundaymi?

It wasn't that one had the no-action benefit.

Hech nima qilmasdan biriga erishishning iloji yoʻq vaziyat

What percentage do you think switched?

Necha foiz odatiy dorilarga oʻtdi deysiz?

The vast majority switched.

Aksariyat odamlar.

So what does it tell us?

Xoʻsh, bu nimani anglatadi?

Do people like generics, or do we like branded?

Kishilar oddiy dorilarni afzal koʻradimi yo brendni?

Bir narsa aniq:

We hate returning letters.

xatlarga javob berishni yomon koʻramiz. (kulgu)

(Laughter)

This is the story of friction: small things really matter.

Mana shu birinchi xulosamiz boʻldi: kichik narsalar muhim ahamiyatga ega.

And friction is about taking the desired behavior

Demak, qarama-qarshilikni aniqlash uchun istalgan vazifani olib,

and saying: Where do we have too much friction

uning qaysi qismida qarama-qarshilik koʻpligini aniqlang

so it's slowing people down from acting on it?

Aynan shu istalgan harakatni bajarishdan ushlab turibdi

And every time you see that the desired behavior

Istalgan harakat va bajarilishi oson boʻlgan harakat

and the easy behavior are not aligned,

bir-biriga toʻgʻri kelmagan holda

it means we want to try and realign them.

ularni qayta koʻrib chiqib, bir-birga moslash kerak.

That's the first part. We talked about friction.

Birinchi qismda qarama-qarshilik haqida gaplashdik.

Now let's talk about motivation.

Keling endi motivatsiyani koʻrib chiqamiz

In this particular study,

Bir tadqiqotimizda

we were trying to get very poor people in a slum called Kibera in Kenya

Biz Keniyaning Kibera nomli xarobalaridagi odamlarni qora kunga pul saqlab qoʻyishga

to save a little bit of money for a rainy day.

koʻndirmoqchi boʻldik.

Bilamizki, kambagʻallikda ortiqcha pul saqlab qoʻyish qiyin.

You know, if you're very, very poor, you have no extra money,

Kuningiz har kuni topayotgan pulingiz hisobiga oʻtadi

you live hand to mouth,

and from time to time, bad things happen.

baʼzan kutilmagan muammolar chiqadi.

And when something bad happens, you have nothing to draw on, you borrow.

Ana shunda, sizning ortiqcha xarajatga pulingiz boʻlmaydi – qarz olasiz.

The Kibera people can borrow at sometimes up to 10 percent interest a week.

Kibera aholisi esa, baʼzan haftasiga 10% qoʻshimcha toʻlab ham qarz olishadi.

And then, of course, it's really hard to get out of it.

Qarabsizki, qarz botqogʻidan chiqish qiyinlashib boradi.

Bazoʻr kun kechirayotgandingiz, bir koʻrgilik boʻldi.

You live hand to mouth, something bad happens,

you borrow, things get worse and worse and worse.

Qarz oldingiz, vaziyat kundan kunga yanada ogʻirlashdi.

So we wanted people to keep a little bit of money for a rainy day.

Shuning uchun ham,ularga qora kunga pul saqlab qoʻyishni uqtirdik.

And we thought about what is the motivation,

Shunda ularni bu ishga qanday ruhlantirish,

what is the fuel that we need to add?

qaysi yoqilgʻi qoʻshish haqida oʻylay boshladik.

And we tried all kinds of things.

Biz har narsa qilib koʻrdik.

Some people, we texted them once a week and said,

Baʼzilariga har hafta xabar yozib,

"Please try to save 100 shillings" -- about a dollar -- "this week."

shu hafta 100 shilling (taxminan 1 dollar) saqlab qoʻyishni soʻradik.

Some people, we sent a text message as if it came from their kids.

Baʼzilariga bu xat goʻyoki oʻz bolalaridan kelgandek qilib yozdik:

So it said, "Hi Mom, hi Dad, this is little Joey" --

"Otajon, oyijon, bu men Joey" –

whatever the name of the kid was --

farzandining ismi

"Try and save 100 shillings this week for the future of our family."

"Oilamiz kelajagi uchun bu hafta 100 shiling saqlab qoʻyaylik"

Right? I'm Jewish, a little bit of guilt always works.

Qalay? Men yahudiyman. Bizning falasafada biroz aybdorlik hissi foyda keltiradi.

(Laughter)

(Kulgu)

Some people got 10 percent.

Baʼzilarga 10% qoʻshimcha pul taklif qildik.

"Save up to a hundred shillings, we'll give you 10 percent."

"100 shilling saqlab qoʻying va biz sizga uning 10% ini qoʻshamiz"

Some people got 20 percent.

Baʼzilarga 20% dedik.

Some people got also 10 percent and 20 percent,

Baʼzilarga ham 10%, ham 20% foyda taklif qilindi.

but they got it with loss aversion.

Biroq unda yoʻqotishdan qoʻrquv holati aralashgandi.

What is loss aversion?

Bu nima degani?

Yoʻqotishdan qoʻrqish nazariyasiga koʻra, bizning yoʻqotishdan qoʻrquvimiz

Loss aversion is the idea that we hate losing

more than we enjoy gaining.

foydadan oladigan zavqdan kuchliroq.

Now, think about somebody who is in a 10-percent condition

Keling, 10% foyda belgilangan bir kishini tasavvur qilamiz

and they put 40 shillings in.

U 40 shilling saqlab qoʻydi.

They put 40 shillings, we give them four more,

Qoidaga muvofiq, unga yana 4 shilling beramiz

they say thank you very much.

U katta rahmat aytadi.

That person gave up six.

Biroq u 6 shilling yoʻqotdi.

They could have gotten six more if they gave a hundred,

Agar u 100 shilling saqlab qoʻyganida, yana 6 shilling olardi

but they don't see it.

Biroq u buni anglab yetmadi.

Endi biz foizni oldindan berib qoʻyadigan boʻldik.

So we created what we call pre-match.

We put the 10 shillings in at the beginning of the week.

Haftaning boshida unga 10 shilling koʻrsatamiz va

"bular seni kutayapti" deb aytamiz.

We said, "It's waiting for you!"

And then if somebody puts 40 in, we say, "Oh, you put 40 in,

Agar ular 40 shilling saqlaganini koʻrsak, aytamiz:

"Voy atigi 40 shillingmi? Unda faqat 4 shilling berib, 6 tasini qaytaramiz"

we're leaving four, and we're taking six back."

So in both cases, pre-match or post-match,

Foizni oldin yo keyin berganimizda ham

people get 10 percent.

ular 10% foyda olishyapti.

But in the pre-match,

Biroq foyda boshida koʻrsatilsa,

they see the money they did not match leaving their account.

ular oʻzlari olishi mumkin boʻlgan, ammo yoʻqotgan pulni koʻrishadi.

Xoʻsh, biz xat joʻnatishni, uni bolalari yozgandek yozishni, boshda yo oxirida

So we have text, text from kids, 10 percent, 20 percent,

pre-match, post-match.

10-20% foyda berishni sinab koʻrdik.

And we had one more condition.

Bizda yana bir usul bor edi.

It was a coin about this size,

Bu mana shunday kattalikdagi tanga edi.

with 24 numbers written on it.

Unda 24gacha raqamlar bor edi.

And we asked them to put the coin somewhere in their hut,

Ularga tangani kulbasining bir chetiga qoʻyishni aytdik.

and every week, take a knife and scratch the number for that week --

Har hafta tangadagi sonlardan birining ustidan chizib borishdi.

week one, two, three, four --

1-hafta, 2-hafta, 3-hafta, 4

scratch it like a minus if they didn't save

Agar shu hafta pul saqlab qoʻyishmasa, "-" belgisi,

and scratch it up and down if they saved.

agar pul saqlab qoʻyishsa, "/" belgisini qoʻyishlari kerak edi

Now, think to yourself:

Endi taxmin qiling:

Which one of those methods do you think worked the best?

qay bir usul koʻproq samara berdi?

Text, text from the kids, 10 percent, 20 percent,

Xat, bolalardan xat, 10%, 20%

beginning of the week, end of the week, and the coin?

hafta boshi, hafta oxiri yo tanga?

I'll tell you what the average people think.

Sizga oʻrtacha odam qanday fikrdaligini aytaman.

We've done these studies of prediction,

Biz AQSh va Keniyaliklar ichida

both in the US and in Kenya.

shu borada soʻrovnoma oʻtkazdik.

People think that 20 percent will get a lot of action,

Ularga koʻra, 20% ning taʼsiri 10% dan koʻra

10 percent less,

koʻproq boʻladi.

the rest of it will do nothing --

Qolganlarining foydasi yoʻq:

kids, coin, doesn't matter.

bolalar, tanga – foydasiz.

People think loss aversion will have a small effect.

Odamlarning fikricha, yoʻqotishdan qoʻrqishning ham taʼsiri kam

What actually happened?

Aslida nima boʻldi?

Sending a text reminder once a week

Haftada bir marta xat joʻnatish

helps a lot.

ancha foyda berdi.

Good news!

Yaxshi-a!

This program lasted six months. People forget. Reminding people is great.

Dastur 6 oy davom etdi. Odamlarga eslatib turishning foydasi bor.

Haftaning oxirida 10% qoʻshimcha berish undan sal samaraliroq boʻldi.

Ten percent at the end of the week helped some more.

Financial incentives work.

Demak, moliyaviy ragʻbat ham ish berdi.

Twenty percent at the end of the week -- just like 10 percent, no difference.

Hafta oxirida 20% berishning 10% dan farqi yoʻq.

Ten percent in the beginning of the week

Haftaning boshida 10% berish

helps some more.

avvalgilaridan samaraliroq.

Loss aversion works.

Yoʻqotish qoʻrquvi ishlaydi.

Twenty percent in the beginning of the week,

Hafta boshida 20% bersakchi?

just like 10 percent in the beginning of the week, no difference.

Farqi yoʻq: natija oʻsha-oʻsha

And the text message from the kids was just as effective

Bolalar nomidan xat yozish

as 20 percent plus loss aversion --

20% li yoʻqotish xavfidan ham samaraliroq chiqdi.

which is amazing, right?

Ajoyib-a?

It's amazing how motivating messages from kids were.

Bolalardan xatlarning qanchalik ruhlantiruvchi ekanligi hayratlanarli.

And one conclusion is we don't use kids enough.

Bundan xulosa: biz bolalarimizdan yetarlicha foydalanmaymiz.

(Laughter)

(Kulgu)

And, of course, I don't mean in a child labor sense.

Albatta, bolalar mehnatini nazarda tutmayabman.

Biroq ota-ona va farzand munosabatlarini koʻrsangiz,

But if you think about parents and their kids,

we are the best that we can for our kids,

biz bolalarimiz uchun hamma narsa qilamiz,

ularning kelajagi haqida oʻylaymiz.

and we think about the future,

and I think we should think

Oʻylashimcha,

about how to use that amazing source of motivation

biz kerakli maqsadga erishish uchun bolalarimizdan

to get parents to behave in a better way.

ruhlantiruvchi vosita sifatida foydalanishimiz mumkin.

But the big surprise of this study was the coin.

Biroq tadqiqotning eng ajablanarli jihati tanga bilan bogʻliq.

The coin basically doubled savings compared to everything else.

Tanga boshqa usullardan ikki baravar koʻproq pul asrashga undadi.

And now the question is: Why? What was it about the coin?

Endi savol:nega? Tanganing nimasi bor edi?

So I'll tell you how I started thinking about the coin,

Tanga haqida qanday oʻylay boshlaganimni aytaman,

and then we'll come back to it.

keyin yana shu joyga qaytamiz.

So you know, when I do research on, let's say, buying coffee,

Men, aytaylik, kofe sotib olish haqida izlanish qilsam,

I don't need to go anywhere. I can sit in my office.

hech qayerga chiqishim shartmas– ofisimda oʻtiraveraman.

I've bought enough coffee. I know how it works.

Koʻp marta kofe sotib olganman, qanday ishlashini bilaman.

The details, I'm familiar with.

Vaziyat bilan tanishman.

When you do research in some of the poorest places in the world,

Dunyodagi eng qashshoq joylar haqida izlanish oʻtkazganda esa,

you have to go and visit and see what's going on

u yerga borib, nimalar boʻlayotganini oʻrganish kerak.

and get some insight about how the system works.

U yerda tizim qanday ishlashini bilish kerak.

And on that particular day,

Bir kuni

I'm in a place called Soweto in South Africa,

Janubiy Afrikaning Soveto nomli joyida edim.

and I'm sitting in a place that sells funeral insurance.

Janoza sugʻurtasi sotiladigan joyda edim.

You know, in the US people spend crazy amounts of money on weddings?

AQShdagi aholi toʻylar uchun juda koʻp sarflashini bilamiz-a?

In South Africa, it's funerals.

Janubiy Afrikada, bu – janozalar.

People spend up to a year or two years of income on funerals.

Odamlar 1-2 yillik daromadini janozalar uchun sarflashadi.

And I sit in this place --

U yerda oʻtirar ekanman...

by the way, before you judge the South Africans as being irrational with this,

aytgancha, Janubiy Afrikaliklarni irratsional deyishingizdan oldin

I just want to remind you

sizlarga shuni eslatib oʻtmoqchiman:

that spending a lot of money on funerals compared to weddings,

ha,toʻyga nisbatan janozaga koʻproq pul sarflashar,

lekin ular hayotida 1 marta janozasi boʻlishini aniq bilishadi.

at least you know for sure you only have one.

(Laughter)

(Kulgu)

OK, so I sit in this place that sells funeral insurance.

Xoʻsh, janoza sugʻurtasi sotadigan joyda oʻtiribman-a?

And this guy comes in with his son -- his son is about 12 --

Bir kishi oʻzining 12 yashar bolasi bilan kelib qoldi.

and he buys funeral insurance for a week.

U 1 haftalik janoza sugʻurtasini sotib oldi.

It will cover 90 percent of his funeral expense

Agar u kelasi 7 kun ichida vafot etsa,

only if he dies in the next seven days.

sugʻurta janozasining 90%ini qoplab beradi.

Right? These are very poor people, they buy small amounts of insurance

Odamlar kambagʼalliklari uchun kam miqdorda sugʻurta,

and small amount of soap and such.

kam miqdorda sovun v.b sotib olishadi.

And he gets that certificate,

U sugʻurtani oldi va

and in a very ceremonious way, he gives it to his son.

oʻta tantanavor harakatlar bilan uni bolasiga berdi.

And as he gives it to his son, I think to myself, why the ceremony?

Ularni kuzatar ekanman, "bu tantanavorlik nimaga ekan" dedim.

What is this father doing?

Bu ota nima qilyapti?

Now, think about the breadwinner that decides on that particular day

Tasavvur qiling, oila boquvchisi pulning

to direct some money into insurance or savings.

bir qismini sugʻurta uchun sarfladi.

What is the family going to see tonight?

Bugun kechasi oilada nima boʻladi?

They're going to see less.

Ovqat odatdagidan kam boʻladi.

Right? At that level of poverty, there'll be less food, less kerosene, less water --

Kambagʻallikning bu darajasida,ular kam ovqat, kam kerosin, kam suv koʻrishadi

something less tonight.

Demak, shu kuni nimadir kam.

And what his father was doing and what our coin was trying to do

Bu ota va bizning tanga bir narsani aytmoqchi edi:

is to say, yes, there's less food on the table,

ha, bugun stolda ovqat kamdir.

but there's another activity.

Lekin, bu yerda boshqa vaziyat ham bor.

You see, what happened is, there are many good, important economic activities,

Koʻrib turganingizdek, iqtisodiyotda saqlab qoʻyish va sugʻurtaga oʻxshash

like savings and insurance, that are invisible.

muhim, samarali, ammo koʻzga koʻrinmas vaziyatlar bor.

And now the question is: How do we make them visible?

Muammo ularni qanday qilib koʻrinarli qilishda.

So let's go back to our rocket model.

Keling, raketamiz modeliga qaytamiz.

We have to, first of all, look at the system

Dastlab, tizimni koʻzdan kechirib,

and see where there's little things we can fix, with friction,

muvozanatsizlik tugʻdirayotgan qismlarni qidirib chiqamiz.

where is there that we can remove friction?

Agar boʻlsa, bu tengsizlikni tuzatamiz.

And then the next thing we want to do is to think broadly about the system,

Keyingi ishimiz tizimning kattaroq rasmini tasavvur qilishdir.

and say: What other motivations can we bring in?

Savol beramiz: "Qanday yoqilgʻi quyib, quvvatni oshirishimiz mumkin?

And that's a much more difficult exercise,

Bu esa eng qiyin masalalardan biri.

Biz nima eng koʻp samara berishini har doim ham topa olmaymiz.

and we don't always know what would work best.

Is it going to be money? Is it going to be loss aversion?

Bu pulmi? Yoʻqotishdan qoʻrqish nazariyasimi?

Is it going to be something that is visible?

Bu koʻzga koʻrinarli boshqa omilmi?

We don't know, and we have to try different things.

Aniq bilmaymiz. Shuning uchun ham hammasini sinab koʻramiz.

We also have to realize that our intuition sometimes misleads us.

Shuni ham inobatga olish kerakki, baʼzan intuitsiyamiz bizni aldashi mumkin.

We don't always necessarily know what would work the best.

Biz har doim ham qaysi yoʻl yaxshi ishlashini bila olmaymiz.

So if we think about this gap

Bizning imkoniyatlarimiz chegarasi va

hozir kimligimizning orasidagi farqqa eʼtibor qaratar ekanmiz,

between where we could be and where we are,

it's a really sad thing to see this gap and to think about it.

bu farqni koʻrib turib, u haqida oʻylash juda tushkunli.

But the good news is, there's lots we can do.

Lekin yaxshi xabar ham bor: biz koʻp narsa qila olamiz.

Some of the changes are easy, some of the changes are more complex.

Baʼzi oʻzgarishlar oson, baʼzilari mushkulroq.

Ammo har bir muammoni birma-bir yengib oʻta olamiz.

But if we'll attack each problem directly,

not by just providing more information to people

Shunchaki odamlarni bundan xabardor qilib emas,

but trying to change the friction,

qarama-qarshilikni kamaytirish,

add motivation,

motivatsiya qoʻshish bilan.

I think we can ...

Menimcha, bu qoʻlimizdan keladi.

Can we close the gap? No.

Oradagi farqni yoʻqotishning iloji bormi? Yoʻq.

But can we get much better? Absolutely, yes.

Lekin biz yaxshiroq boʻla olamizmi? Ha.

Thank you very much.

Eʼtiboringiz uchun katta rahmat

(Applause)

(Qarsaklar)